While many have shared their concerns about Xerox and their business prospects, their disdain and lack of empathy for employees seems most tragic. Their lack of work life balance, deceitful activity, advanced “coaching” techniques, ageism, and false biased investigatory techniques are total bs. They are just in a corporate sanctioned coat cutting program and don’t really care about your success. You could be the best at your role. It doesn’t matter. If you have an instance where your manager is blatantly lying, don’t rely on HR. Just leave. Literally drop your corporate items off at a Xerox location and leave. It’s simply not worth it. Life outside of Xerox is rich, rewarding and fulfilling. It’s the way things should be. Get the F out, as fast as you can.
13 replies (most recent on top)
https://www.thelayoff.com/t/VBJ6yEs
You're correct - everyone working hard;.
Had my 30th this week, queue the crickets, nothing.......big deal its not....Keep the pay checks coming and I will do my best at whats needed.
......Being here this long and seeing so many people come and go I have begun to think portions of management styles of late, over that last 10 years or so might be somewhat generational; characterized as less engaging on multiple fronts, more emails, less talk; assume you know what I'm thinking; "why would you ask? I sent U an email". Hundreds a week flow through my in-box. I had a manager for 5 or 6 years and never once did he engage regarding various projects. No "hows it going", nothing, just weird.
Proof it was senior mgt bad strategies? That’s an easy one!?! Carl I saw the debacle that was ACS Xerox and has been devolving the scheme for three years. $6B on a toll and Medicare payment company was the future ... the entire Rochester/Webster real estate campus isn’t valued at more than $100M... Mgt made a terrible bet on processesing millions of pennies and call centers, with no secret sauces. During this bad bet, RDE investment in traditional imaging stopped. Paying the price of lack of investment in ideas now.
Feldman's memo is amusing at best.
As someone on the receiving end of customer complaints, I can state that increased GIS will only serve to hasten Xerox' death. Too many GIS reps either don't know what they're doing, or blatantly lie to the customer to make the sale. Bottom line, Xerox doesn't care. Those in command are doing anything and everything to make the company look good on paper for the prospective buyer and pad their personal accounts in the process. Really Xerox, training employees regarding ethics, when you yourself have none?
Ah yes GIS. That always goes great for customers...sarc. Good luck.
.The memo released tonight after market close. gives a good a roadmap of where it's heading...FAST.
The bulk of the equipment is being transferred to GIS. Healthcare, Government, and education, The NEW equipment, is being transferred, They limited severance to just 4 weeks (down from 30) and as of 1/1/19 you will most likely be unable to take the full value of your lump sum pension.. I predicted in May the sale of the company by the end of the year.I am retiring 11/30 so they can't touch that.
October 1, 2018
North America Operations Colleagues,
It is critical that North America Operations continues to evolve the way we go to market to meet the needs of our customers and align to their buying preferences. As the market continues to change, we need to be nimble, and ensure our customers are aligned to the route to market that is best equipped to deliver an exceptional experience for them.
Aligning customer accounts to the routes to market that are best positioned to support them allows us to cover more and compete less internally, reducing potential conflict between the different sales organizations, and allows the sales teams to focus on their respective strengths and customer base all while improving customer satisfaction.
Today, we took another important step towards improving our account coverage model. Many of our medium sized government, healthcare, and education (GH&E) accounts were realigned from our U.S. Enterprise team to our local Xerox offices managed by Global Imaging Systems (GIS). These customers value local access and support, which is a strength of the GIS business model. With multiple Xerox locations, including several equipment demo rooms and local inventory across the country, we can leverage their proximity to these customers so we can be faster and more agile, thereby improving the customer experience and growing our business.
As part of this transition, we are continuing to simplify our Service Delivery across organizations, in phases, to best meet the needs of the business.
I am confident this realignment will allow us to better meet the needs of our customers, optimize our go to market strategy and accelerate our path to profitable revenue growth.
Regards,
Mike Feldman
President, North America Operations
Xerox Corporation
Office: 212.716.4418
Mobile: 323.470.8828
Oh by the way D4’s and below are finding life outside of Xerox. That decade or more of no pay raises mean competition ( even med. sized companies) can give you a pay raise and better benefits than Xerox. Go searching and don’t ignore anyone trying to recruit you. You will be better off in the long rung than staying with Xerox.
With much thought; I NEED to reply to the original misguided post. Many 1st line managers and “ worker bee’s (D4 and below) have given up pay raises, have missed out on the extraordinary work/life balance as well as bonuses that D5’s and above have enjoyed for over a decade ( close to 2 decades). There was no complacency in the D4’svanf below. there were long hours missing family events while trying to keep this company a float while our management gav mis direction., we learned in the last 10 years not to disagree with management direction if we wanted to keep our jobs. Those who spoke up with concerns were IRIF’d.
Message to New leadership:; Don’t trust Anyone’s advice if they can’t give you the details on risk of discontinuing a task... all that indicates is that they are Afraid of losing their job and won’t tell you the real consequences.
Management is bears significantly more responsibility for our current state. I have been with the company for 29 years and was there during the boom days when we had Xmas parties at the Hyatt Regency and our stock was splitting 3:1 and 2:1. We got amazing raises. I was there when we tried to pry open the door into the SOHO market. Hell, HP's SOHO division was bigger than all of Xerox and we were a $16B in revenue company at the time. I also watched SOHO fail after a $1B injection of cash into making SOHO work. So let's cut to the chase and someone here tell me where the buck stops on this strategical error. The union? The employees doing the grunt work in a work environment when everyone is crushed by inept micromanagement? Oh, and it can't be due to the managers/VPs/CEOs that believe they are some sort of supreme leader, can it? Do you want to know the biggest reason for our foray into SOHO market failed so miserably? That they employed the wrong strategy? Because they couldn't or wouldn't recognize the importance of selling the boxes at a loss. All we wanted was a decent percentage of their market share. It would have done wonders for the company if we succeeded at that little endeavor. But it cost us $1B at a time when our lower level employees got their hands caught in the cookie jar. Due tell, where did the buck stop there. Grade 12 TSPM? Finally, I will leave these words here for you to contemplate: operating system, mouse, GUI, desktop computer; to think we could have been all 3, Apple, IBM, and Xerox. I could go on for ever but why bother?
https://www.businessinsider.com/xerox-was-actually-first-to-invent-the-pc-they-just-forgot-to-do-anything-with-it-2012-2
'Sorry about the message', I don't know where you worked, but that type of employee would be in the minority. My group worked as if the company were our own, without raises for 6-7 years, without a pat on the back. When I reached my 30th anniversary, I heard.. crickets. I still worked my butt off. I gave it all I had until the day I was walked out. My group continued with the same intensity, even as we were training our offshore replacements, giving them pats on the back to encourage them to be successful. We were faithful and hard working until the very end.
Blaming either management or employees for 100% of the problems is equally BS.
I've worked at a couple different Xerox locations so I've seen it from the inside.
Blaming the employees for this debacle is BS. We have increasingly been doing more with less for nearly two decades. In my area we bust our humps every day. To a person we have acted professionally and performed to the best of our abilities. Not sure where you work but sh-- flows downhill in companies like this. Especially when upper level management is so inept. Since the company got caught playing financial shenanigans at the end of the previous century and we had to sell 50% of our interest in FX back to Fujifilm for $1B we have been on a steady downhill trend. If a company goes into a 20 year death spiral it is not the fault of the employees.
If the employees could have profited more and worked less they would have already left - but they didn't. Was the management great, no. Were the employees highly motivated to succeed, as a population no. it's easy to blame management, but there's plenty of blame to go around.